MCL were asked to re-develop a failing PMO and transition to a new PMO manager when recruited. RBS management were keen to ensure that the PMO was seen as supporting the programmes rather than the checking and policing role they had bene undertaking prior to MCL’s engagement. Assignment delivered and new PMO manager recruited. RBS management were provided with improved support and information from the PMO which started to add value and anticipate programme needs rather than react to programme demands.